Download Kotler Keller 02 - Jeffrey Heilbrunn

Survey
yes no Was this document useful for you?
   Thank you for your participation!

* Your assessment is very important for improving the work of artificial intelligence, which forms the content of this project

Document related concepts

Global marketing wikipedia, lookup

Marketing strategy wikipedia, lookup

Copyright wikipedia, lookup

Transcript
2
Developing Marketing
Strategies and Plans
Marketing Management, 13th ed
Chapter Questions
• How does marketing affect customer
value?
• How is strategic planning carried out at
different levels of the organization?
• What does a marketing plan include?
2-2
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Siemens AG has grown through new
product innovation and strategic
acquisitions
2-3
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Nike Creates Value
2-4
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Three V’s Approach to Marketing
Define the value segment
Define the value proposition
Define the value network
2-5
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
What is the Value Chain?
The value chain is a tool for identifying
ways to create more customer value
because every firm is a synthesis of
primary and support activities
performed to design, produce, market,
deliver, and support its product.
2-6
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Cisco Systems Taps into Partner
Expertise to Create Value
2-7
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Core Business Processes
•
•
•
•
Market-sensing process
New-offering realization process
Customer acquisition process
Customer relationship management
process
• Fulfillment management process
2-8
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Characteristics of Core Competencies
• A source of competitive advantage
• Applications in a wide variety of markets
• Difficult to imitate
2-9
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Netflix’s Distinctive Capabilities
2-10
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Firms Should Consider Key Questions
• Can we learn from the past?
• How should the present be evaluated?
• What do we envision for the future?
2-11
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
What is Holistic Marketing?
Holistic marketing sees itself as
integrating the value exploration,
value creation, and value delivery
activities with the purpose of building
long-term, mutually satisfying
relationships and coprosperity among
key stakeholders.
2-12
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Intel’s New Brand Identity:
Leap Ahead
2-13
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
What is a Marketing Plan?
A marketing plan is the central
instrument for directing and
coordinating the marketing effort.
It operates at a
strategic and tactical level.
2-14
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Levels of a Marketing Plan
• Strategic
• Tactical
• Target marketing
decisions
• Value proposition
• Analysis of
marketing
opportunities
2-15
•
•
•
•
•
•
Product features
Promotion
Merchandising
Pricing
Sales channels
Service
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 2.2 The Strategic Planning,
Implementation,
and Control Processes
2-16
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Corporate Headquarters’
Planning Activities
• Define the corporate mission
• Establish strategic business units
(SBUs)
• Assign resources to each SBU
• Assess growth opportunities
2-17
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Good Mission Statements
Focus on limited number of goals
Stress major policies and values
Define major competitive spheres
Take a long-term view
Short, memorable, meaningful
2-18
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Major Competitive Spheres
Industry
Geographical
Products
Vertical
channels
Competence
Market
segment
2-19
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Rubbermaid Commercial Products, Inc.
“Our vision is to be the Global Market Share
Leader in each of the markets we serve. We
will earn this leadership position by
providing to our distributor and end-user
customers innovative, high-quality, costeffective and environmentally responsible
products. We will add value to these products
by providing legendary customer service
through our uncompromising Commitment
to Customer Satisfaction.”
2-20
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Motorola
“The purpose of Motorola is to honorably
serve the needs of the community by providing
products and services of superior quality at a
fair price to our customers; to do this so as to
earn an adequate profit which is required for
the total enterprise to grow; and by doing so,
provide the opportunity for our employees and
shareholders to achieve their personal
objectives.”
2-21
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
eBay
“We help people trade anything on earth.
We will continue to enhance the online
trading experiences of all—collectors,
dealers, small businesses, unique item
seekers, bargain hunters, opportunity
sellers, and browsers.”
2-22
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Table 2.3
Product Orientation vs. Market Orientation
Company
Product
Market
Missouri-Pacific
Railroad
We run a railroad
We are a peopleand-goods mover
Xerox
We make copying
equipment
We improve office
productivity
Standard Oil
We sell gasoline
We supply energy
Columbia Pictures
We make movies
We entertain
people
2-23
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Dimensions That Define a Business
Customer
groups
Customer
needs
2-24
Technology
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Characteristics of SBUs
• It is a single business or collection of
related businesses
• It has its own set of competitors
• It has a leader responsible for strategic
planning and profitability
2-25
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 2.3 The Strategic Planning Gap
2-26
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Strategies Suggested by Ansoff’s
Product-Market Expansion Grid
•
•
•
•
2-27
Market penetration
Market development
Product development
Diversification
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
The Growth of Starbucks
2-28
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
What is Corporate Culture?
Corporate culture is the shared
experiences, stories, beliefs, and norms
that characterize an organization.
2-29
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Tactics for Managing Change
•
•
•
•
•
2-30
Avoid the innovation title for the team
Use the buddy system
Set the metrics in advance
Aim for quick hits first
Get data to back up your gut
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 2.5 The Business Unit
Strategic Planning Process
2-31
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
2-32
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Market Opportunity Analysis (MOA)
• Can the benefits involved in the opportunity
be articulated convincingly to a defined target
market?
• Can the target market be located and
reached with cost-effective media and trade
channels?
• Does the company possess or have access
to the critical capabilities and resources
needed to deliver the customer benefits?
2-33
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Market Opportunity Analysis (MOA)
(cont.)
• Can the company deliver the benefits
better than any actual or potential
competitors?
• Will the financial rate of return meet or
exceed the company’s required
threshold for investment?
2-34
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
FedEx
FedEx added
Sunday deliveries
based on customer
requests and
market demand
2-35
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 2.6 Opportunity Matrix
2-36
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Figure 2.6 Threat Matrix
2-37
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Goal Formulation and MBO
•
•
•
•
2-38
Unit’s objectives must be hierarchical
Objectives should be quantitative
Goals should be realistic
Objectives must be consistent
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Porter’s Generic Strategies
Overall Cost Leadership
Differentiation
Focus
2-39
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Categories of Marketing Alliances
Product or Service Alliances
Promotional Alliances
Logistics Alliances
Pricing Collaborations
2-40
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Marketing Plan Contents
 Executive summary
 Table of contents
 Situation analysis
 Marketing strategy
 Financial projections
 Implementation controls
2-41
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Evaluating a Marketing Plan
 Is the plan simple?
 Is the plan specific?
 Is the plan realistic?
 Is the plan complete?
2-42
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Marketing Debate
 What good is a mission statement?
Take a position:
1. Mission statements are critical to a
successful marketing organization.
or
2. Mission statements rarely provide
useful marketing value.
2-43
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Marketing Discussion
 What implications do Porter’s value
chain and the holistic marketing
orientation model have for
marketing planning?
2-44
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall